随着国外对我国芯片行业的限制，我国芯片行业迎来了高速发展期。化学机械抛光设备是芯片制造的重要一环。花科机电是该行业的龙头企业。今年，企业进入高速发展期，原有的商业模式已经不能适应企业发展的需要，因此花科机电需要根据内外部环境优化商业模式以谋求企业发展。本文主要运用魏朱商业模式理论研究当前花科机电商业模式并提出优化建议。

本文首先对花科机电发展所面临的内外部环境进行分析。然后运用魏朱商业模式理论，结合访谈内容，从定位、业务系统、关键资源能力、盈利模式、现金流结构、企业价值六个角度对花科机电商业模式进行分析然后通过设计并分析商业模式问卷，将花科机电目前商业模式存在的问题进行了归纳分析。发现花科机电当前的商业模式并不能满足当前的发展需要，具体如下：公司定位方面产品难以完全满足客户多样化的需求；业务系统方面内部研发中心与市场营销与客户服务部之间的部门联动机制较弱；关键资源能力方面综合型人才紧缺，产品研发升级缓慢；盈利模式方面缺少高质量的增值服务，交易费用高；现金流结构方面顾客付款进度较慢；企业价值有很大提升空间。针对这些问题，从六个方面对花科机电商业模式进行优化，定位方面逐步调整为，为客户提供个性化多样化产品和服务；业务系统方面，调整组织架构加强市场营销与客户服务部同研发中心之间的耦合度；关键资源能力方面，自主培养既懂研发又懂业务拓展的综合型人才，加快产品研发升级与技术收购并举；盈利模式方面提升增值服务水平和维度，多途径降低交易费用；改善现金流结构方面公司应与客户和供应商进行支付比例和进度的谈判；提升企业价值方面不断开拓市场，增强自身盈利能力，做高企业市值。最后从组织、文化两个角度提出商业模式实施保障措施。

With the restrictions imposed by foreign countries on China's chip industry, it has entered a period of rapid development. Chemical mechanical polishing equipment is an important part of chip manufacturing. Huakejidian is a leading enterprise in the industry. This year, the enterprise has entered a period of rapid development, and the original business model can no longer meet the needs of enterprise development. Therefore, Huakejidian needs to optimize the business model based on the internal and external environment to seek enterprise development. This article mainly applies Wei Zhu's business model theory to study the current Huakejidian business model and proposes optimization suggestions.

This article first analyzes the internal and external environment faced by the development of floral Jidian technology. Then, using Wei Zhu's business model theory and interview content, analyze the Huakejidian Business Model from six perspectives: positioning, business system, key resource capabilities, profit model, cash flow structure, and enterprise value, and evaluate its current business model. Then, by designing and analyzing a business model questionnaire, summarize and analyze the problems in the current business model of Huakejidian. Discovered that the current business model of Huakejidian cannot meet the current development needs, specifically as follows: in terms of company positioning, products are difficult to fully meet the diverse needs of customers; The departmental linkage mechanism between the internal research center and the marketing and customer service departments in terms of business systems is weak; In terms of key resource capabilities, there is a shortage of comprehensive talents, and the upgrading of product research and development is slow; Lack of high-quality value-added services in terms of profitability, with transaction costs higher than the same industry level; In terms of cash flow structure, customer payment progress is slow; There is a lot of room for improvement in the company's value compared to similar enterprises. To address these issues, optimize the Huakejidian business model from six aspects, gradually adjust its positioning to provide customers with personalized and diversified products and services; In terms of business systems, adjust the organizational structure to strengthen the coupling between the marketing and customer service departments and the research and development center; In terms of key resource capabilities, independently cultivate comprehensive talents who understand both research and development and business expansion, and accelerate product research and development upgrades; Improve the level and dimensions of value-added services in terms of profitability, and reduce transaction costs; In terms of improving cash flow structure, companies should negotiate payment ratios and progress with customers and suppliers; Continuously exploring the market to enhance customer value, enhancing one's own profitability, and increasing the market value of the enterprise. Finally, propose measures to ensure the implementation of business models from both organizational and cultural perspectives.